Transcript Document 7468523

COACH K AND COACH KNIGHT
A Tale of Two Coaches
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Two Universal Theories of
Motivation and Leadership
Given that people are basically
__________ the best way to
motivate/lead them is to __________
"Is it better to be loved than feared or
feared than loved?”
• Machiavelli, The Prince
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Self Awareness
 “Know thyself”
The Oracle at Delphi
“The unexamined life is not worth living”
Plato
“The root of leadership development is in
self-awareness….Very simply, authentic
leadership development occurs when the
theory of leadership—the implicit theory in
one’s head—is challenged.”
Avolio & Luthans, The High Impact Leader
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PERSON
Self-Awareness
“Who we are”
Influences
Basic Assumptions
About Human Nature
STYLE
Self-Regulation
“How we lead”
LEADERSHIP
STYLE
Personal Theories
Of Motivation
•Values
OUTCOMES
•Identity
•Character
Definitions of
•Life stories
Leadership
•Personality
Effectiveness
•Psychological maturity
SITUATION
Situation Awareness
Influence
“Situation Demands”
•Societal norms
•Organizational culture
•Task demands
•Subordinate needs
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Key Leadership Success Factors
Increasing your range of effective styles
Improving your self awareness
Increasing your self-regulation
Realistic assessment of the situation
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History of Leadership Thought
 Trait Theories ( -1940s)
 Behavioral Theories (1940s-1960s)
 Contingency/Situational Approaches (1960s- )
 Contemporary
– Transformational Leadership
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Contemporary Theories
Leaders are individuals who inspire
followers through their words, ideas, and
behaviors.
Charismatic Leadership
Transformational Leadership
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Transformational Leadership
Transformational Leaders: Motivate
followers to go beyond normal
expectations by pushing their comfort
zone.
Transactional Leaders:Guide followers to
accomplish established goals by clarifying
requirements and emphasizing extrinsic
rewards.
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Transformational Behaviors
Modeling the way
Challenging the process
Enabling/empowering
Inspiring a shared vision
Encouraging the heart.
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LEADING CHANGE
GE & Jack Welch
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 In 1981, he succeeded "management
legend" Reg Jones.
 How effective was Welch in the first few
years of taking charge?
 Is he creating/adding value in the early
1980s?
 If so, how?
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JACK WELCH:
THE SECOND WAVE
 In what ways did Welch’s approach change
in the late 1980’s (both generally and
specifically)?
 Why the change?
 Is Welch still adding value? How?
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JACK WELCH
 By the early and mid 1990s, most
conglomerates were being broken up, How
did GE escape?
 Are Welch and his team legitmately adding
value to this highly diverse portfolio?
 What do you think of his notion of stretch
targets?
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IMPLEMENTATION
 Lead rather than followed management practice
 Establish a strong base (#1 or #2; workout) and
then builds and leverages (globalization; best-
practices, boundaryless)
 Simultaneous emphasis on both hardware and
software (e.g., workout and globalization; A
players and dyb.com)
 Deeply embedded operating system that
integrates visionary initiatives into strategic
plans, personnel reviews, and ongoing corporate
communications (see exhibit 10)
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IMPLEMENTATION
 Takes broad concepts and operationalizes them in tools
and mechanisms that allows implementation (e.g., Speed,
simplicity, and self confidence embodied in Work Out)
 Translates initiatives into specific targets (#1 or #2 in
world markets; six sigma)
 Identification of champions (e.g. Fresco for Global;
Reiner for Six Sigma)
 Insists on alignment and commitment (“participation is
not optional”)
 Creating measures and aligning rewards (bonus for idea
sharing; 40% of bonus on Six Sigma)
 Communicator: Articulates initial concept, emphasizes
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need for alignment; spreads success
How would you characterize Welch’s role
in the change process? What kind of
leader is he?
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